Reuben Rose’s independent group is standing for council because we believe it is highly dysfunctional, as evidenced by its inability to offer core services within its budget. A simple principle in business is that THOSE WHO HAVE CAUSED THE PROBLEM CANNOT FIX IT. New councillors must bring fresh eyes and a forensic approach to the Snowy Monaro Regional Council. We need to ensure that the council fulfils its core functions and rigorously costs any suggested projects to avoid deficit and debt that would burden ratepayers.

1. We are 100% Local & Independent

We are local and will work ONLY FOR YOU and NOT FOR A POLITICAL PARTY. We don’t need more party political agendas in our region but a group that focuses on issues important to the community.

2. Your Voice Matters

We will address well-known concerns that have been identified in the council's own surveys. Current 'free speech" restrictions will be reversed. Your input IS VALUED.

3. Core Functions Prioritized &Restored

A “rates, road and rubbish” review will be motioned. Inefficiencies, waste and bureaucracy will be idenfied. Ratepayers need "value" for their contributions. Issues like ROAD REPAIR & MAINTENANCE will be prioritised.

4. “Pie in the Sky” Ideas Won’t Get A Start

“Pie in the sky” projects such as the $40 million new council chambers in Cooma won’t get a start because there will be a prior cost:benefit analysis and determination of the ongoing maintenance costs and value to ratepayers of any major capital projects. Furthermore, NO radical changes to 'Rural Land Use'.

5. Accountability

The council CANNOT continue to exist beyond its means. We will suggest a forensic audit, promote a performance culture throughout the council, and closely monitor budgets.

6. Better Governance

A root and branch analysis of current council staffing and functions will be implemented to identify areas of waste and bureaucracy. We want to see a responsive, high performance council, not a complacent one.

Latest Updates

• Listen to this recent podcast: Reuben Rose and Chris Chan talk with the "Joe Rogan of Berridale" about regional issues and the Back to Basics (Group F) campaign for council.

• Latest Article: HEADING TOWARD ZERO - DO “RAY-GUN” AND THE SMRC HAVE ANYTHING IN COMMON?

• Recent Article: What is IPART? Could there be a Stalinist-Type Plot to Have Ratepayers Controlled by a State Politburo?

• Recent Article: Faceless Men and Women and Impenetrable Bureaucracies

• Recent Article: Dropping Down Dead Horse Disease and the Local Council Satisfaction Survey - Similarities?

• See our substack page for the latest information hot off the press.

What’s Currently Wrong?

There are many things wrong with the current council! But our group believes the heart of the problem is the need for better governance: i.e. councillors need to clearly set the priority areas and then have the staff deliver on these. This seems not to be happening.

At the heart of this is greater transparency, which most of the current councillors voted against!

What will fix it?

The basic functions of council need to be high priority.

Curb rates - fix the roads - get rid of rubbish.

1.      A new group of independent councillors is needed to provide leadership and direction to the council management. Repeated surveys of ratepayers have shown that only 2-3% of ratepayers have a high level of satisfaction. Without a change in councillors who are determined to bring a change in direction, the council's poor performance will continue.

2.      A new communication approach is a must. Poor communication is the No.1 issue residents identified in surveys. However, we don’t need a bigger communications team. We need to engage with the community via various ratepayer working groups to provide input to priorities and advice on complex issues. Improved face-to-face communication and better IT systems for interacting with the public are also needed.

3.      Full transparency is needed rather than secret councillor briefings, restrictions on who can provide a public presentation, and close guarding of financial information. Everything should be transparent. Transparency always provides greater confidence, and so ratepayers can clearly see where problems lie.

4.      A review audit and high performance culture – essentially a root and branch analysis is required to see if the structure, staffing, resources, and budget allocation are “fit for purpose”. A detailed examination of cost centres is needed to determine where savings can be made. The solution to poor management cannot be imposing more costs on ratepayers by special rate variations. 360° reviews of senior staff, staff surveys and performance reviews must be embedded within the council management system.

5.      Priority setting. Not everything is a priority. Surveys, for example, indicate that road repair and maintenance have not been appropriately prioritised. Councillors' role is to set clear goals and priorities and for council staff to deliver on these. These goals need to be simple and clear to the staff and ratepayers.

6.      Complete costing analysis of major projects. Councillors need to have a sceptical view of the costing of major projects and the hidden issues that result from various government “grants”. These often come without a maintenance budget and so ratepayers are saddled with ongoing costs that have not been budgeted.

7.      A “can do” mentality. Talking to many current councillors has shown us that there is an “it can’t be done, because of the government..” mentality. There are always constraints within any system but council MUST have a “can do” mentality. Council staff must be directed to fix problems and take the initiative to help ratepayers.

We are all of one mind: with council rates rising and services decreasing, there needs to be a change. We believe that new blood is needed on the council, to provide fresh perspectives and increase transparency and accountability. We also need to move from a handout mentality (handouts from government) to one where the community takes responsibility for our region and has confidence that our councillors are acting in our best interests.

Let's get Back to Basics!

Here are the top five functions of local government councils in NSW, essentials that seem to have been lost in a bureaucratic morass:

1. Urban Planning and Development Control:

Local councils are responsible for zoning and land use planning, which includes assessing and approving development applications. They manage local environmental plans (LEPs) and development control plans (DCPs) to guide and control land use and development to ensure it aligns with community needs and planning goals.

2. Local Infrastructure and Public Services:

Councils oversee the maintenance and development of local infrastructure such as roads, parks, and recreational facilities. They are also responsible for providing essential public services including waste management, street cleaning, and local road repairs.

3. Community Services:

Local councils provide various community services, such as managing libraries, community, and sporting facilities. They also support programs related to health, youth, seniors, and other social services to enhance community well-being.

4. Environmental Management:

Councils play a role in managing and protecting the local environment. This includes implementing policies for waste reduction and recycling, controlling pollution, and managing natural resources such as water and green spaces.

5. Local Regulation and Enforcement:

Councils enforce local laws and regulations, which may include those related to building codes, health and safety standards, animal control, and noise abatement. They handle compliance issues and address community concerns related to these regulations.

Reuben Rose grew up in a farming family on the Monaro. After practising as a veterinarian in New Zealand and regional Australia, he had a career as a veterinary educator and equine veterinarian at the University of Sydney, where he was Dean of the Faculty of Veterinary Science. Reuben remains an Emeritus Professor.

Reuben has had senior roles managing R&D at Meat and Livestock Australia and the Rural Industries Research and Development Program. He also chaired a group of CEOs in Sydney, providing mentorship and strategy advice. He has been farming on the family farm near Dalgety since 2006 and doing consulting work.

After taking over as Dean, Reuben was immediately tasked with finding solutions to looming budget crises and reviewing outcomes which were no longer effective in a time of reduced government support. Taking an innovative approach to cutting waste, identifying the most important deliverables, and concentrating on excellence where it was most needed, Reuben’s success led to subsequent senior managerial roles and work as a Chairman of a group of CEOs. Reuben has first-hand experience of making a bureaucracy more accountable and effective.

Chris Chan is a local businessman who fell in love with the region as a child when visiting with his Sydney-based school. With determination, he was building and selling businesses in Sydney when the opportunity came to return to the area and undertake small-acre farming with his family. The region has held a special place in his heart for more than 30 years. He is committed to seeing the same beauty, freedom and spirit inspire others for many years to come.

Sidonie Carpenter is a horticulturalist who moved to the Snowy-Monaro region several years ago. She has a long-established and successful business as a landscape designer and now runs a small farming enterprise near Jindabyne. Sidonie is well-known in the local community and committed to seeing more responsiveness to the community and accountability within the council.

Stuart McKenzie has established a farm near Berridale and is a software engineer who has built a successful business enterprise. He has extensive experience in software development in Australia and overseas, and is now committed to regenerative farming in the region. He believes that ratepayers must see more accountability and transparency in council decisions, and that council must focus on its core business.

Shawn Joynt has lived in the Snowy Monary region for 30 years and raised her family here. She was a General Manager for a large hotel in the ski fields and currently runs a business in Jindabyne for the last 22 years. She has qualifications in science, business and law. Like others in the group, Shawny loves our region and wants to see council providing better services and more transparency in decision-making.

Jeremy Meeks runs a farming business near Jindabyne and has had a long association with business and agriculture. He is a CPA and has been the chief financial officer for a large farming organization. As a qualified accountant, Jeremy believes that it is essential that council undergoes a forensic audit to ensure financial accountability.